Happy Workplace
China Airlines is dedicated to establishing a caring and protective enterprise. Through providing employees with total care and support, enhancing employees professional competence, enforcing mutual communication between CAL and employees, building a safe working environment, we provide employees with a happy workplace and an enjoyable lifestyle.
Employee Development
CAL emphasizes on the development of employees and ensures the training courses enhance their skills. CAL also improves the competencies of the Company's managers at various supervisory levels, and cultivate managerial capabilities and perspectives among personnel with potential for advancement.
Sound Training System and Framework Training Framework
Sound Training System and Framework Training Framework CAL has established a sound training system and framework to train aviation professionals. We adopt diversified training methods, including on-site and online training courses, invest in training hardware and software. CAL values the functional development of employees and integrates fundamental aviation training with hands-on practice. In addition, CAL organizes management training and general aviation training in line with the Company’s development strategy for all managerial levels and employees with potential on a regular basis to improve their horizons and expertise, enhance their knowledge and skills, help employees with different expertise understand each other, and foster cooperation between units.
The Training Advisory Committee has been established to plan annual education and training activities for all employees based on training requirements in the CAL training framework. The primary strategic goal of CAL’s training and development program is to enhance employees’ job skills. We use the existing training framework to ensure that all employees are equipped with skills to perform their duties and job functions.
CAL as established the Talent Development Committee, chaired by the President, with senior vice presidents serving as members. The Talent Development Committee is responsible for regularly reviewing and improving training for potential talents. Each department refers potential talents to the Talent Development Committee, which then determines their qualifications and development paths. During training, potential talents are provided with appropriate job rotations and management skill training to build their management capacity and experience. In addition to the annual talent recommendations, CAL also selects talents from different levels and sets up management improvement courses and management training courses. CAL provides twoyear courses based on the ranks of the employees to continue to enhance their management skills.CAL has always sought out and successfully trained many potential talents to serve as unit chiefs both at home and abroad. CAL will continue to provide them with opportunities to develop their careers, in hopes of achieving corporate sustainability.
In 2025, CAL invested about TWD 456 million in employee training and development (the average amount was approximately TWD 39,200). The total number of training hours (including onsite and online courses) totaled approximately 427,700 (the average number of hours per employee was approximately 33.76 hours), and the completion rate of training reached 98.03%.
| Skill Type | Orientation Training | On-the-job Training | Advanced Training |
|---|---|---|---|
StrategicAbilities required for employees to perform projects according to CAL business strategies | Organized ad hoc based on CAL’s business operations and strategic development needs | ||
ProfessionalQualities and skills required to perform specific duties or tasks | Basic Training for Various Professional Roles (divided into four main categories: Flight Crew, Maintenance, Operations, and Others) |
|
|
ManagementKnowledge and skills required for managerial positions | New manager training | Management skill training | Senior management training / seminars |
GeneralKnowledge, skills, and conduct required for every employee | “CAL and me” orientation training | Career experience camp | General aviation management training |
Note:
In addition to the above training programs, CAL encourages employees to participate in work-related trainings organized by the Ministry of Labor’s Workforce Development Agency, by offering training allowances to employees who pay tuition at their own expense (20% of the full tuition).
Employee Development Programs in 2025
In alignment with CAL's operational development, talent cultivation, and retention needs, as well as in response to environmental changes such as digital transformation trends, we have conducted various related training and learning activities. Our ongoing talent development programs (Advanced Management Program and Management Training Program, each with a two-year training period) include courses on leadership development and digital transformation trends. These courses cover topics such as upward and downward communication, team morale enhancement, accountable leadership, and sharing of new technology application trends. Additionally, we have arranged for mentors to guide participants in their development and organized study groups and internal sharing sessions for mutual learning. The program has developed several leadership and management talents to lead teams, supplemented by offering various courses related to "diversity, equality, and inclusion" for employees at all levels (as detailed in the section on training to enhance awareness of "diversity, equality, and inclusion"). This has effectively reduced the voluntary turnover rate to 3.36% in 2025, down from 3.63% in 2024, and increased employee engagement (See section 2-4-4 on employee rights/communication/engagement) . Regarding the promotion of employee digital transformation, CAL continues to conduct training courses on AI and big data application tools and organizes competitions to encourage employees to use AI-related tools as aids to improve their work skills and efficiency. In this way, we equip our staff to respond effectively to changes in the aviation industry.
Sound Internal Recruitment and Rotation System
CAL is committed to upholding the principle of assigning each staff member to an appropriate position. We offer regular job rotations and internal training courses to support employees’ diverse development. Each department determines whether to rotate employees based on their labor needs. CAL has established an internal recruitment system, so that employees can participate in the selection processes in accordance with their wishes and career plans. This allows CAL to utilize its human resources in a flexible manner and ensures that employees are assigned to the most suitable positions, resulting in a win-win situation for both parties. The internal hiring rate this year (2025) was 58.74%, slightly higher than that of 2024. To utilize management with flexibility and to ensure that they are assigned to the most appropriate positions with improved competency, CAL conducts a management review and rotation evaluation on a regular basis. Managers working in domestic departments and worldwide branch offices or joint venture companies for three years will be included in the management review and rotation evaluation based on relevant regulations.
Human Capital ROI
Through educational training, we can align our employees with the company's strategies and business objectives, fostering mutual growth and continuously enhancing corporate assets, thereby establishing a foundation for sustainable operations. In recent years, CAL has adopted the Human Capital ROI metric to estimate the returns generated from human capital investments and to serve as an indicator of the company's medium- and long-term performance. Although 2025 saw rising operational costs related to inflation and oil prices, employee salaries and benefits also increased. However, due to the continued growth in demand for passenger and cargo services, the company's revenue increased significantly, resulting in an improvement in this metric compared to the previous year.
Note : Human Capital ROI = Income - [Operating expenses - (Salary + Benefits)] / (Salary + Benefits)
Training to Promote Awareness of Diversity, Equality, and Inclusion
To create a positive workplace environment and promote a “diverse, equal, and inclusive” work setting, CAL continued to offer relevant courses in 2025. These included “Courage to Act and Agile Adaptation” retraining for domestic managers to enhance managers‘ diverse thinking and stimulate cross-team brainstorming and a collaborative atmosphere, and “Team Leadership and Combat Readiness” courses for frontline supervisors to enhance on-site leadership and communication skills. We also provided courses on “Cross-Departmental Collaboration” for all employees (regardless of full-time or part-time status). Additionally, we continued the Aviation General Knowledge Expert Sharing Series to raise awareness of different cultures and values across generations and departments, aiming to enhance mutual understanding, respect, inclusion, and promote knowledge inheritance within the Company. We increased offerings of various courses to improve work efficiency and skills for grassroots employees, including work management, business negotiation, and problem-solving, striving to provide self-development resources for employees at all levels. Furthermore, in 2025, we continued the “Me and CAL” retraining for new employees who have completed one year, to assess learning and development progress and feedback, serving as a channel for care and two-way communication.
Industry-Academia Collaboration
CAL has a wealth of practical experience sound aviation training facilities and courses.
We actively support the “Industry-Academia Collaboration for Technical Colleges and
Universities and Talent Cultivation” initiative promoted by the Ministry of Education
and we have promoted the campus talent development program since 2013. CAL has
cooperated with colleges and universities nationwide to offer internship programs that
last for six months to one year in a wide variety of fields. CAL also offers interns
scholarships and allowances and arranges training courses for them. To begin an
internship, interns are required to first complete the training courses. In recent
years, career orientation seminars have also been held at relevant senior high and
vocational schools to establish a solid foundation. CAL will continue to strengthen
industry-academia collaboration and provide students with opportunities to gain aviation
expertise and make their career plans, and thus help CAL recruit potential talents. In
2025, operations gradually returned to normal, allowing us to resume various
industryacademia collaborations (totaling 40 participants across 20 schools). In 2025,
Mandarin Airlines conducted industry-academia collaborations (totaling 29 participants
across 9 schools).
*Erratum: The number of industry-academia collaboration participants conducted by CAL in
2024 should be 43 employees from 16 schools.
Continuous Support for TALENT in Taiwan
Talent development has always been one of CAL‘s key objectives. To enhance the competitiveness of talent in Taiwanese society and in response to ESG trends and the global emphasis on talent, CAL announced on March 24, 2026, its continued support for “TALENT, in Taiwan.” In collaboration with CommonWealth Learning and various Taiwanese enterprises, we are committed to promoting and advocating for sustainable talent development. CAL pledges to align with our operational strategies and enhance our products and services by continuously conducting professional training across various roles and preserving our corporate culture and values. In line with this year's (2026) alliance theme of "Diversity, Equality, and Inclusion", CAL's annual training will offer employees more resources for personal growth and learning, as well as opportunities for cross-departmental exchange. We aim for full integration and shared success among all employees, maximizing team performance and jointly achieving the company‘s sustainable development goals. We hope to use the project of hope for talent development to develop every worker, strengthen their professional skills, and create better career development and a brighter future.
CAL announces its continued participation in TALENT in Taiwan
Employee Rights
CAL attaches great importance to the opinions and well-being of our employees. In addition to regular reviews of employees' salary and benefit and labor-management meetings, CAL has established a number of communication channels and activities to enhance cohesion. CAL also respects the independence of labor unions in accordance with the law and promotes positive communication with labor unions.
Salary and Benefits
CAL firmly believes that employees are the most valuable assets and that it is important to protect both employee benefits and shareholders’ equity. For these reasons, CAL provides competitive salaries and benefits for all employees. The salary and benefit package of each employee will not differ according to gender, race, religion, political affiliation, or marital status.
Whenever the minimum wage of a particular global location is raised, we promptly review our salary standards and make necessary adjustments in a timely manner. In 2025, CAL’s average salary increase was 4.36%. Employees who are required to work overtime due to the nature of their employment received reasonable overtime pay in accordance with regulations. No employee was forced to work against his or her will.
Male / Female Salary Ratio of CAL Group in 2025 (Female Salary is 1)
| Category | Base Salary | Bonus | Remuneration |
| Business Operations | 1.13 | 1.11 | 1.12 |
| Flight and Cabin Crews | 1.06 | 1.06 | 1.06 |
| Maintenance Personnel | 1.12 | 1.07 | 1.10 |
| Others | 1.14 | 1.09 | 1.12 |
| Category | Base Salary | Bonus | Remuneration |
| Business Operations | 1.03 | 1.08 | 1.06 |
| Flight and Cabin Crews | 1.39 | 2.70 | 2.27 |
| Maintenance Personnel | 1.13 | 1.25 | 1.20 |
| Others | 1.07 | 1.15 | 1.12 |
Note 1: Remuneration = base salary + bonus
Note 2: Female salary is 1 in this Salary Ratio Table.
Note 3: Flight and cabin crews: Flight and cabin crews include pilots and flight attendants, pilots were mostly male, while flight attendants were mostly female. Pilots’ salaries are higher than flight attendants’, resulting in a large difference in the male / female salary ratios. Others: others include executives higher than the rank of vice president, auditors, accountants, information technology personnel, and other employees that are not within the aforesaid categories.
Note 4: CAL: Base Pay: basic salary and other allowances; remuneration: payments other than base pay (e.g., bonuses, incentive payments)
Unpaid Leave
Benefits and Compensatory Leave
Paid Sick Leave
Year-end Bonuses / Dividends
CAL Retiree Association
Employee Benefits
Annual Leave Scheme
Childcare
Breastfeeding Environment
Group Health Insurance
Commuting
Flexible Work Hours
Concessional Flight Tickets
Employee Stock Ownership Trust
Resignation Program
Psychological Counseling
Health Check and Promotion
Sport Initiatives
Pension Scheme
CAL attaches great importance to the rights and interests of our employees. CAL reports the management of the pension reserve fund to the Labor Pension Reserve Supervisory Committee on a quarterly basis. Prior to the end of each year, CAL allocates the amount required for the following year based on actuarial calculations and relevant laws and regulations. In terms of allocation rates, the rate for the new labor retirement plan is 6%; the rate for the old labor retirement plan is 15%, which reaches the statutory upper limit, and this amounts have been fully allocated in accordance with Paragraph 2, Article 56 of the Labor Standards Act to ensure that employees receive the retirement benefits to which they are entitled.
Salary, Benefits and Pension Reserve Fund of CAL Group in 2025
| Item | 2023 | 2024 | 2025 |
| Salary | 17,291 | 20,756 | 24,037 |
| Benefits | 194 | 197 | 241 |
| Pension Reserve Fund | 7,740 | 8,469 | 9,473 |
| Item | 2023 | 2024 | 2025 |
| Salary | 800 | 990 | 1,174 |
| Benefits | 4.8 | 5.3 | 5.4 |
| Pension Reserve Fund | 437 | 465 | 513 |
Unit: TWD million
Note: Benefits offered by CAL / Mandarin Airlines included travel allowances, allowances for the elderly, scholarships for employees’ children, Labor Day gift money, spring parties, and anniversary expenses.
Unpaid Parental Leave
CAL responds to the government's policy of parental leave without pay so that employees can take care of their families and work in peace. According to the Gender Equality in Employment Act, employees may apply for parental leave without pay for two years after their children reach the age of three; employees may apply for reinstatement before the expiration of the parental leave period according to family needs or career planning. In 2025, a total of 439 applications were received for leave without pay for baby-sitting.
In addition, employees are entitled to 8 weeks of paid maternity leave before and after giving birth, and may also apply for 7 days of paid paternity leave before and after their spouse's delivery. If the paternity leave falls on a business trip, regular holiday, or national holiday, the leave may be taken within 15 days from the day after the end of the business trip, and the overall system is designed to be more favorable than that required by the Gender Equality in Employment Act.
Unpaid Parental Leave of CAL Group in 2025
Employee Communication
Each and every employee matters to CAL. We maintain multiple channels of communication with our employees, such as regularly scheduled labor-management meetings, and strive to find solutions to problems. We have established an employee care mailbox, a sexual harassment mailbox with an associated grievance hotline, and also a "Speak Your Mind" employee communication mailbox. In addition, our Team+ internal company messaging software enables employees to express their opinions and make suggestions at any time. When facing significant operational changes that will affect employees, CAL gives notice in compliance with relevant labor regulations and promptly communicates with labor unions and employees. Information on material issues and employee rights is made available on CAL's website or e-mailed to all employees. When employees express concerns about certain internal regulations or practices, CAL seeks to clarify the issue and communicate with the employees more frequently.
Diverse employee communication channels
Labor Unions
CAL cooperates with different labor unions and remains committed to communication and negotiation. We also show the same respect to all unions in accordance with law. As CAL continues to communicate with labor unions, CAL did not have any major labor disputes or strikes in 2025. In particular, the China Airlines Employees Union (CAEU), which has the highest participation rate of CAL employees, is a nationwide trade union of the aviation industry and a member of the Taiwan Confederation of Trade Unions. There are six subordinate branches under CAEU, which are classified based on the location of members / business:
- Branch 1 : Divisions in Head Office
- Branch 2 : Flight Operations Division
- Branch 3 : Cabin Crew Division and In-flight Supply Chain & Marketing Division
- Branch 4 : Maintenance Division, Engineering Division, and Quality Assurance Division
- Branch 5 : Taipei Branch, Ground Services Division, and Cargo Sales, Marketing & Services Division
- Branch 6 : Kaohsiung Branch, Kaohsiung Cargo Department, Kaohsiung Maintenance Group
There are six subordinate branches within the Mandarin Airlines Employees Union (MDAEU):
- Branch 1 : Divisions in Taipei Head Office
- Branch 2 : Flight Operations Division and Operation Control Center
- Branch 3 : Inflight Services Department
- Branch 4 : Customer Service Division (Taipei, Kinmen, Taitung, and Nangan)
- Branch 5 : Engineering & Maintenance Division
- Branch 6 : Customer Service Division (Taichung, Magong, Hualien, and Kaohsiung)
All employees of CAL, with the exception of the senior managers as stipulated in the union constitution, have joined the China Airlines Employees Union, and are governed by a collective agreement signed by both parties in 2002. The collective bargaining agreement was the first in the domestic aviation industry and the parties renewed the agreement for the seventh time on January 15, 2025. After CAL concluded negotiations with the Pilots Union Taoyuan, they signed a collective bargaining agreement on December 29, 2021. In January 2017, Mandarin Airlines entered into a collective bargaining agreement with the Employees Union. The agreement includes union assistance, labor-management cooperation, dispute resolution, employment and termination, working hours, leave and vacation, salary, allowances and bonuses, personnel transfers, rewards, disciplinary actions, benefits, training, and occupational safety and health clauses. The parties negotiate the renewal of the agreement every three years. Due to the continuation of a collective bargaining agreement before labor and management renew the contract, the stipulations concerning working conditions in the collective agreement remain applicable in accordance with the law during the transition period.
CAL / Mandarin Airlines cooperates and communicates with CAEU/MDAEU through various channels as a partner and based on mutual dependence, and the two parties have established various channels of communication over the years. All resolutions will be handled once they are reported. In addition, meeting minutes taken at labor-management meetings held at the Head Office are published and made available to all employees on CAL’s website / Mandarin Airlines’ website. CAL / Mandarin Airlines is dedicated to maintaining harmonious labor-management relations through open, efficient channels of communication. In 2025, CAL and CAEU held six labor-management meetings to ensure smooth communication between the two parties; in 2025, Mandarin Airlines held a total of four quarterly labor-management meetings with MDAEU in accordance with the law.
Note 1: The number of CAL participants refers to the number of people being members of CAEU in the year (including employees in Taiwan and expatriates); part-time and contracted employees are not included.
Note 2: The number of Mandarin Airlines participants refers to the number of people being members of MDAEU in the year (including employees in Taiwan below the rank of vice president (inclusive) and expatriate executives in mainland China); temporary employees (interns), hourly-paid work-study students, executives transferred from CAL, and employees in mainland China are not included.
Note 3: The collective bargaining coverage rate of CAL/Mandarin Airlines is equal to the labor union participation rate.
Employee Engagement
CAL has established diversified and unobstructed communication channels to listen to employees’ suggestions attentively in line with its belief that employees are the Company’s most important asset. Through an employee satisfaction survey, CAL understood employees’ opinions of and needs for the Company and each unit, which served as a reference for CAL to provide a stable work environment. This would further increase employees’ work efficiency and create a virtuous circle-based excellent corporate culture. CAL conducted an employee engagement survey in 2024, administered anonymously via an online survey by an external professional consulting firm. It covered six major dimensions: “Corporate Culture,” “Leadership Culture,” “Work and Development,” “Employee Engagement,” “Work Environment,” and “Compensation and Benefits.” The survey also included items related to job satisfaction, purpose, enjoyment, stress, psychological resilience, and multiculturalism. Examples of statements included: “I am proud to serve at CAL,” “Overall, I am satisfied with my compensation,” “My supervisor effectively communicates company policies and goals to colleagues,” “My team‘s work atmosphere values diverse perspectives,” “I am able to maintain a balance between work and personal life,” and “I can manage and find outlets for the sense of powerlessness caused by unreasonable customer demands.” . A total of 6,161 valid surveys were collected (with a valid response rate of 61.6%, including 3,126 males accounting for 50.74% and 3,035 females accounting for 49.26%), representing the highest number in the history of the survey. Overall, compared to 2022, the effective response rate increased by 8.62%, with the number of valid respondents rising by 1,104. Compared to 2019 (the previous prior survey), the effective response rate increased by 16.95%, with the number of valid respondents increasing by 1,325. The results indicate that employees have become increasingly positive and optimistic regarding the employee opinion survey and CAL’s subsequent improvement actions. The survey results show that overall recognition of salary and benefits ranked highest, followed in order by employee engagement, corporate culture and career development, leadership culture, and work environment. The overall score was 7.9, an increase from 7.8 in the previous survey conducted in 2022 (CAL’s principle is to conduct the survey every 2 to 3 years), and a significant improvement compared to 6.4 in the 2019 survey, demonstrating continuous and steady progress. In this survey, the most significant improvement was observed in the recognition of work development and leadership culture.
In 2025, CAL organized several employee events, including six employee family visits (two of which were themed around the Double Ninth Festival to honor parents). These events introduced family members to our colleagues‘ work environment, fostering empathy among employees‘ families and a sense of shared prosperity with CAL. We also held corporate health and stress relief days, holiday care activities, and private movie screening events. Through these various activities, we enhanced employee well-being and addressed corporate sustainability issues. CAL provides a better workplace environment for its employees in three ways: “Work Side” to create a pleasant workplace environment, “Family Side” with family-friendly measures, and “Health Side” with physical and mental health promotion to create a positive and supportive workplace environment. Additionally, for new employees who have completed one year, we conduct the “Me and CAL" retraining program. This program not only assesses their learning and development but also provides support and gathers their suggestions for future improvement measures.
In addition, to enable colleagues to work more comfortably and conveniently and thereby improve work quality, CAL has made the existing women’s trouser uniform available for selection by front-line service personnel since 2025. Further, effective December 4, 2025, CAL took the lead in allowing cabin crew to wear bezel eyeglasses on duty according to their own health needs, and, effective January 1, 2026, allowed cabin crew to purchase their own black athletic walking shoes, in order to create a friendly and happy workplace that also aligns with the current trend toward diversity, equality, and inclusion.
Awarded the HR Asia Best Companies to Work for In Asia in 2025
The Best Companies to Work For in Asia Award is organized by the veteran human resources professional magazine "HR Asia" and is a prestigious award in the field of human resources management in Asia. CAL has participated in the selection for three consecutive years and has distinguished itself with outstanding results from among 360 excellent companies.
CAL actively cultivates aviation industry professionals by providing comprehensive training programs and diverse career development opportunities, establishing smooth communication channels, and creating a healthy and safe workplace environment. We also offer competitive compensation and employee benefits. This year, we have been awarded the "Asia's Best Employer Award" for the third consecutive time, demonstrating our commitment to sustainable talent development as Taiwan's preferred airline. Together with our employees, we continue to achieve shared success and reach new milestones.
Healthy and Safe Workplace
In response to globalization and international labor development trends, CAL has implemented systematic management measures in accordance with domestic and international occupational safety and health standards to enhance the effectiveness of occupational safety and health management. Since 2016, CAL has established an autonomous occupational safety and health management system, continuously enhancing its risk control capabilities and aligning with international management trends.
The Taoyuan head office obtained OHSAS 18001 and TOSHMS certifications between 2016 and 2018. In 2019, the system was transitioned and successfully certified under ISO 45001:2018, CNS 45001:2018, and the Taiwan Occupational Safety and Health Management System (TOSHMS). To ensure the effective operation of the occupational health and safety management system, CAL annually establishes a hierarchical management mechanism based on operational types and job categories in accordance with the "Internal Audit Management Procedures for Safety and Health." Regular internal audits are conducted accordingly. Additionally, CAL commissions the third-party certification body SGS to perform annual external follow-up audits to continuously review and improve management effectiveness.
In 2025, CAL’s Head Office in the Taoyuan area and the Maintenance Division successfully renewed their ISO 45001:2018, CNS 45001:2018, and TOSHMS certifications in February and September, respectively. The scope of these certifications covers core operational areas including aviation transport management, passenger and cargo services, and aircraft maintenance operations. CAL’s occupational health and safety management system applies to all workers within CAL’s operational scope, including 10,313 employees (95.3%) and 505 non-employees (4.7%), achieving a total coverage rate of 100%. Overseas locations comply with local regulations and the Group’s occupational health and safety management principles to ensure consistent management standards.
Note: The Taipei Branch and Kaohsiung Branch operate in accordance with the occupational health and safety management system standards of the Head Office Taoyuan area; the Maintenance Division has additionally obtained ISO 45001:2018 certification since 2022, with the scope of certification covering aircraft maintenance operations.
Strengthening the Risk-Based Tiered Management System
Given the diverse nature of CAL’s operations, the work content, environment, and potential hazard risks vary among employees. CAL conducts risk identification and assessment based on operational types and job categories, establishing a risk classification management mechanism as a critical foundation for occupational safety and health management. Through a systematic risk classification, workers are categorized according to their level of exposure to risk, ensuring that management resources are focused on high-risk operations and key groups.
The risk classification results are used not only as the basis for internal audit grading management and audit frequency planning but also for the design of training programs and health management measures. For high-risk operations and job categories, CAL has enhanced the content and frequency of professional safety and health training, while increasing the intensity of health monitoring and on-site inspections to promptly identify changes in risk. For job categories with relatively lower risks, appropriate management and tracking methods are implemented according to their risk characteristics to ensure the overall effectiveness of protective measures.
| Category | Hazard Risk Classification | Job Type (Examples) |
|---|---|---|
| Category 1 | Significant Occupational Risk | Maintenance personnel, flight crew, cabin crew, transportation staff, cargo loading personnel |
| Category 2 | Moderate Occupational Risk | Information equipment, plant electrical and mechanical air conditioning equipment maintenance personnel |
| Category 3 | Low Occupational Risk | Office administrators |
Establishing an Occupational Safety and Health Policy
CAL has established and announced its "Occupational Safety and Health Policy" in accordance with the ISO 45001 standard, with core principles centered on compliance with laws and regulations, effective risk management, employee engagement, continuous improvement, and support for physical and mental health. This policy applies to all employees, contract staff, outsourced personnel, and contractors within CAL’s operational scope. To ensure the appropriateness and effectiveness of the policy, CAL conducts regular annual reviews and assessments. After discussions with labor representatives, the policy is jointly signed and announced by the Chairman and the President. The most recent revision was dated April 30, 2025. Following the PDCA (Plan-Do-Check-Act) management cycle, CAL establishes annual management objectives based on its Occupational Safety and Health Policy. The key focus areas include:
- The Frequency Severity Index (FSI) remained below 0.42.
- The employee annual health examination participation rate reached over 70%.
- The health education completion rate for major abnormal cases reached over 80%.
Labor Participation and Communication Mechanisms
To promote worker participation in occupational safety and health-related decision-making, CAL has established the “Occupational Safety and Health Committee” in accordance with legal requirements. The committee is chaired by the President and comprises 52 members, including first-level supervisors, engineering and technical personnel, medical staff, occupational safety personnel, and workers‘ representatives. The proportion of workers’ representatives exceeds one-third. The committee convenes quarterly to discuss, coordinate, and address employee concerns related to occupational safety and health issues, as well as occupational injury cases.
Note: The Taipei Branch, Kaohsiung Branch, and Maintenance Division have each established their own Occupational Safety and Health Committee in accordance with organizational structure. The President of each respective region or the Chief of the Maintenance Division serves as the Chairperson, and the committee membership complies with regulatory requirements.
In 2025, the Occupational Safety and Health Committee reviewed, coordinated, and addressed a total of 83 safety and health management initiatives, including 58 proposals submitted by various departments and 25 safety and health proposals from regional committee members. All items were fully implemented or improved, achieving a completion rate of 100%, demonstrating CAL’s commitment to the continuous improvement of workplace safety and health.
The annual performance and management effectiveness related to these targets will be disclosed in subsequent sections to demonstrate CAL’s ongoing commitment to improving occupational safety and health management and ensuring employee health and safety.
Five Major Goals of CAL’s Occupational Safety and Health Policy
Proportion of Labor Representatives in Occupational Health and Safety
| CAL | 2023 | 2024 | 2025 | ||||||
|---|---|---|---|---|---|---|---|---|---|
| Labor Representation Ratio | Number of Labor Representatives | Total Number of Committee Members | Labor Representation Ratio | Number of Labor Representatives | Total Number of Committee Members | Labor Representation Ratio | Number of Labor Representatives | Total Number of Committee Members | |
| Taipei Branch | 36.36 | 4 | 11 | 33.33 | 3 | 9 | 33.33 | 3 | 9 |
| Taoyuan Head Office | 37.74 | 20 | 53 | 38.46 | 20 | 52 | 38.46 | 20 | 52 |
| Kaohsiung Branch | 35.29 | 6 | 17 | 37.50 | 6 | 16 | 37.50 | 6 | 16 |
| EMO Park | 34.78 | 8 | 23 | 34.29 | 12 | 35 | 42.86 | 15 | 35 |
| Company | 2023 | 2024 | 2025 | 2025 Number of Labor Representatives | 2025 Total Number of Committee Members | 2024 Number of Labor Representatives | 2024 Total Number of Committee Members | 2023 Number of Labor Representatives | 2023 Total Number of Committee Members |
|---|---|---|---|---|---|---|---|---|---|
| Mandarin Airlines | 33.33 | 33.33 | 33.33 | 5 | 15 | 5 | 15 | 5 | 15 |
Unit: %
Note: Labor representative proportion = (Occupational Health and Safety Committee labor representatives / Occupational Health and Safety Committee total members) × 100%
2025 Occupational Injury and Occupational Disease Statistics for CAL and Mandarin Airlines
| Number of Recordable Occupational Injuries | Disabling Injury Frequency Rate | Disabling Injury Severity Rate | Incidents Resulting in Work-Related Fatalities | Rate of Fatalities as a Result of Occupational Injury | Occupational Disease Rate | Number of High-consequence Occupational Injuries | Rate of High-consequence Occupational Injuries | Absence Rate | Total Working Hours | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| China Airlines | Male | 10 | 0.96 | 11 | 0 | 0 | 0 | 0 | 0 | 0.65% | 10,400,880 |
| Female | 32 | 3.23 | 25 | 0 | 0 | 0 | 0 | 0 | 2.32% | 9,895,104 | |
| Total | 42 | 2.06 | 18 | 0 | 0 | 0 | 0 | 0 | 1.42% | 20,295,984 | |
| Taoyuan Head Office | 33 | 2.35 | 20 | 0 | 0 | 0 | 0 | 0 | 1.72% | 14,006,256 | |
| EMO Park | 5 | 1.06 | 2 | 0 | 0 | 0 | 0 | 0 | 0.66% | 4,691,712 | |
| Taipei Branch | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 2.47% | 722,256 | |
| Kaohsiung Branch | 4 | 4.56 | 86 | 0 | 0 | 0 | 0 | 0 | 1.23% | 875,760 | |
| Mandarin Airlines | Male | 4 | 4.54 | 19 | 0 | 0 | 0 | 0 | 0 | 0.65% | 880,456 |
| Female | 1 | 0.99 | 57 | 0 | 0 | 0 | 0 | 0 | 0.64% | 1,005,592 | |
| Total | 5 | 2.65 | 39 | 0 | 0 | 0 | 0 | 0 | 0.64% | 1,886,048 | |
Note 1: Frequency of recordable occupational injuries (i.e., disabling injury frequency rate): (Number of annual disabling injuries ÷ Annual working hours) × 1,000,000.
Note 2: Disabling Injury Severity Rate: (Absence days of annual disabling injuries ÷ Annual working hours) × 1,000,000.
Note 3: Absence Rate: (Absence days ÷ Annual working days) × 100%. The absence rate target in 2024 was 1.8%. Due to the different labor laws and regulations across countries, the data coverage is based on all employees of China Airlines in Taiwan.
Note 4: Disabling Injury Frequency Rate is equivalent to the definition of Recordable Occupational Injuries Rate in the GRI Standards.
Note 5: High-consequence Work-Related Injury Rate: Occupational injuries that lead to fatalities or that are barely possible/ difficult to completely recover within six months. Rate of high-consequence occupational injuries (excluding fatali- ties)=[Number of high-consequence occupational injuries (excluding fatalities)/Number of hours worked]x1,000,000.
Note 6: The primary type of occupational injury is incidents of falls caused by unsafe behavior by staff.
Note 7: In 2025, CAL ’s overall occupational injury disabling frequency rate (FR) was 2.06, disabling severity rate (SR) was 18, and the frequency-severity index (FSI) was 0.19. All three metrics were below the Ministry of Labor’s announced 2023–2025 average values for the air transportation industry: FR (3.59), SR (48), and FSI (0.41). Overall, all indicators were effectively controlled in 2025.
Note 8: This statistic does not include commuting accidents caused by transportation that is not arranged by the company.
Note 9: Work-related fatality rate: (Number of occupational fatalities ÷ Total work hours) x 1,000,000.